Nonprofit Jobs Work for a Cause while Building a Career 2019

More than ten million people hold nonprofit jobs, according to Independent Sector, a Washington DC research organization for nonprofits. Habitat for Humanity, the American Heart Association, and over half of the nations hospitals fall into the nonprofit sector. But is it possible to land a fulfilling career that pays sufficiently in these organizations that make no profits and typically pay no federal taxes? What is a Nonprofit Organization? A nonprofit organization is one that fights for a cause, possibly health, education, or homelessness. Since a nonprofit organization earns no profits, it is not considered a business. Nonprofits are also not a part of government. They engage in a variety of activities, including research, problem-solving, lobbying, and funding. In order to sustain themselves, these organizations must offer nonprofit jobs. What Types of Jobs are Available at Nonprofit Organizations? There are many nonprofit jobs available and several that are unique to the nonprofit sector. Professionals who obtain nonprofit organization jobs help to organize resources, create new ideas, and maintain a connection with the surrounding community. Types of nonprofit jobs include managers of volunteers, counselors, fundraisers, executive directors, nutritionists, lobbyists, medical personnel, and event coordinators. .u24d16b181ce38cca75fa3ed69df6a970 { padding:0px; margin: 0; padding-top:1em!important; padding-bottom:1em!important; width:100%; display: block; font-weight:bold; background-color:#eaeaea; border:0!important; border-left:4px solid #34495E!important; box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -moz-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -o-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -webkit-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); text-decoration:none; } .u24d16b181ce38cca75fa3ed69df6a970:active, .u24d16b181ce38cca75fa3ed69df6a970:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; text-decoration:none; } .u24d16b181ce38cca75fa3ed69df6a970 { transition: background-color 250ms; webkit-transition: background-color 250ms; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; } .u24d16b181ce38cca75fa3ed69df6a970 .ctaText { font-weight:bold; color:inherit; text-decoration:none; font-size: 16px; } .u24d16b181ce38cca75fa3ed69df6a970 .post Title { color:#000000; text-decoration: underline!important; font-size: 16px; } .u24d16b181ce38cca75fa3ed69df6a970:hover .postTitle { text-decoration: underline!important; } READ IT Colleges Are The Path To IT CareersHow Much Money do Nonprofit Jobs Pay? As expected, many nonprofit jobs pay less than similar occupations in for-profit organizations. However, there are some nonprofit organization jobs that actually pay salaries well above what the average worker earns. Besides salary, additional financial rewards are common, such as medical insurance, paid time off, and retirement plans. To compensate for a lower salary, some nonprofit jobs come with a more relaxed working environment, flexible schedules, and occasional telecommuting opportunities. Intangible Benefits of Nonprofit Jobs In addition to financial rewards, nonprofit jobs offer intangible benefits that may not be found in for-profit organizations. Many professionals who work in nonprofit jobs get to work for a meaningful cause that makes their careers exceptionally satisfying and fulfilling. Working with other professionals who share the same goals also creates a sense of camaraderie and provides a strong foundation for teamwork. Finally, working in nonprofit jobs often affords the opportunity to learn new skills and try new jobs because of the typically small volume of staff members. .u1a7cb548cf97bcd563c2ac2df6d50a8a { padding:0px; margin: 0; padding-top:1em!important; padding-bottom:1em!important; width:100%; display: block; font-weight:bold; background-color:#eaeaea; border:0!important; border-left:4px solid #34495E!important; box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -moz-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -o-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -webkit-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); text-decoration:none; } .u1a7cb548cf97bcd563c2ac2df6d50a8a:active, .u1a7cb548cf97bcd563c2ac2df6d50a8a:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; text-decoration:none; } .u1a7cb548cf97bcd563c2ac2df6d50a8a { transition: background-color 250ms; webkit-transition: background-color 250ms; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; } .u1a7cb548cf97bcd563c2ac2df6d50a8a .ctaText { font-weight:bold; color:inherit; text-decoration:none; font-size: 16px; } .u1a7cb548cf97bcd563c2ac2df6d50a8a .post Title { color:#000000; text-decoration: underline!important; font-size: 16px; } .u1a7cb548cf97bcd563c2ac2df6d50a8a:hover .postTitle { text-decoration: underline!important; } READ Accredited Bachelor Degree Business Online Acquire Skills Necessary for Success as an EntrepreneurWhat Type of Education is Required for Nonprofit Jobs? Required education for nonprofit jobs depends on the specific occupation. Students interested in specializing in the nonprofit sector may choose to complete an advanced degree specifically designed to provide nonprofit management skills. Schools such as Capella University offer a Master of Science in Human Services in Management of Nonprofit Agencies. Capella also offers a PhD in Human Services in Management of Nonprofit Agencies. Advanced degrees can only serve to increase competitiveness in the nonprofit job search. Professionals looking for a nonprofit job opportunity may visit the Center on Nonprofits and Philanthropy website for career and education information. Another good first step is to pursue volunteer opportunities in agencies of interest. Often a volunteer position will turn into a paid position and end the nonprofit job search. Related ArticlesNonprofit Jobs Training to be an Executive DirectorNonprofit Jobs Training to be a Fundraiser at a Nonprofit OrganizationNonprofit Jobs Training to be a Communications DirectorNonprofit Jobs Training to be a Manager of VolunteersPursuing Online and Campus Based Education in Washington D.C.The American College of Health Care Administrators .ud3c58d8f4891fb72b672f28d77109ee9 { padding:0px; margin: 0; padding-top:1em!important; padding-bottom:1em!important; width:100%; display: block; font-weight:bold; background-color:#eaeaea; border:0!important; border-left:4px solid #34495E!important; box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -moz-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -o-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -webkit-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); text-decoration:none; } .ud3c58d8f4891fb72b672f28d77109ee9:active, .ud3c58d8f4891fb72b672f28d77109ee9:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; text-decoration:non e; } .ud3c58d8f4891fb72b672f28d77109ee9 { transition: background-color 250ms; webkit-transition: background-color 250ms; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; } .ud3c58d8f4891fb72b672f28d77109ee9 .ctaText { font-weight:bold; color:inherit; text-decoration:none; font-size: 16px; } .ud3c58d8f4891fb72b672f28d77109ee9 .postTitle { color:#000000; text-decoration: underline!important; font-size: 16px; } .ud3c58d8f4891fb72b672f28d77109ee9:hover .postTitle { text-decoration: underline!important; } READ Multiple Career Opportunities in Architectural Drafting With CAD Software Training

Essay on Criminal Profiling - 1253 Words

Criminal profiling is one of few first things to think of when it comes to forensic psychology. Criminal profiling is featured in popular television shows such as in Law and Order and CSI. Often in those shows, the police officers were able to catch the criminals based on the criminal profile that forensic psychologists came up with. In a theory, the polices rely on criminal profiling to catch criminals, educate the public about a possible criminal, and confirm the witnesses’ accounts. Criminal profiling involves using various methods to guess a criminal’s background, behavior, and even preferences for the victims. In the reality, the prominent focus of profiling is on the offender’s ethic race. Racial profiling allows people to†¦show more content†¦Hispanic Americans suffered similar fate as African- Americans in racial profiling. The media portrayed them as part of gangs and selling drugs. This group is more likely to have a strong group identity an d view the police officers as â€Å"gringos† or foreigners (Aguiree , 2004). They already look at the police officers with negativity due to increased activities of deporting illegal occupiers (Davis Hendricks, 2007). The police officers may be influenced to believe that this group is at higher risk of breaking laws and do not understand Hispanic Americans’ culture. Another group who suffered causality of racial profiling were Japanese-Americans. During World War Two, the Supreme Court ruled that it was legal to target ethic groups for safety purposes. Japanese-Americans had to move to prison camps even though they had no connection to Japan bombing Hawaii (Friedman Reddick, 2004). Even many years later this minority group still view the polices negatively (Derald, Bucceri, Lin, Nadal Torino, 2007) with bad memories of the prison camp. They are most likely to experience subtle racism than other groups in stereotypes. The police officers may profile Japanese Americans on the stereotypes such as the intelligence or on their speech ( Derald et al, 2007) . The next group to be aliened are Arab Middle-East Americans. Most recently in the wake of infamous September 11 attack on World Trade Center towers, Arab Middle-East Americans were unable to passShow MoreRelatedCriminal Profiling1917 Words   |  8 PagesCriminal Profiling The term â€Å"serial killer† was derived from a man named Robert K. Ressler, who, in the 1970’s deemed this term because of the term the English used; â€Å"crimes in a series† and because of the serial films he grew up watching. (Freeman, 2007) Prior to the term serial killer, people would use the terms, mass murders and stranger-on-stranger crime. The definition of a serial killer, according to dictionary.com is; â€Å"a person who attacks and kills victims one by one in a seriesRead MoreRacial Profiling And Criminal Profiling Essay1538 Words   |  7 PagesRacial Profiling Vs Criminal Profiling Camilo Paez Briarcliffe College Professor Keirnan 11/13/2016 â€Æ' Executive summary Racial Profiling is a big problem is society. Over time you become biased of certain groups which is good and bad. Criminal profiling helps keep the bad guys off the streets. This maybe be also linked with being racist according to the people stopped by police. As a police officer you never win because no one wants to go to jail. It is very hard to â€Æ' Racial Profiling VsRead MoreCriminal Profiling And Racial Profiling1373 Words   |  6 PagesCriminal Profiling and Racial Profiling. Criminal profiling has been around since the 1880’s, and up to this day, that method still has not had a great success rate. Also, racial profiling has not had a great success rate either through the years. At times, innocent people get detained and charged with crimes that they never committed due to matching the characteristics of other suspects. In other words, creating assumptions that will narrow down a suspect is just not the best method to utilizeRead MoreCriminal Profiling Essay2440 Words   |  10 PagesThe Origin and Art of Criminal Profiling Sawyer Thompson Southwest Baptist University December 13, 2011 Abstract Criminal profiling is a process by which investigators attempt to solve a crime through careful analyzing of data and patterns. It can be found in numerous places throughout history, from the Roman Catholic Church to World War II to the present day. It officially began in the Behavioral Science Unit; Howard Teten, Pat Mullany, Robert Ressler, and JohnRead MoreThe Validity Of Criminal Profiling Essay1531 Words   |  7 PagesThe Validity of Criminal Profiling and its Effectiveness on Solving Crime In law, law enforcement relies on a variety of approaches to solving crimes. One method of doing so, is criminal profiling. Police use criminal profiling as an aid to identify the typology of individuals most likely to fit the suspect profile. In this approach, evidence of a crime is used to identify the characteristics of the criminal in relation to their personality and psychological state of mind. As wellRead MoreCriminal Profiling, Criminal, And Forensic Psychology1226 Words   |  5 PagesCriminal profiling is another subject of criminal and forensic psychology, which is probably one of the oldest studies of forensic science. Criminal profiling has been called many things, such as behavioral profiling, crime scene profiling, criminal personality profiling, psychological profiling, and more recently even criminal investigation analysis. Criminal profiling’s history has come from a history of criminal behavior, the study of mental illnesses, and forensic ex aminations. Criminal profilingRead MoreOverview of Criminal Profiling Essay1264 Words   |  6 PagesBeing a criminal profiler is not like it is on all the television shows, but it is still an interesting and important job. Criminal profilers have been used to close many police and federal cases. They work in several homicide cases involving rape, racial killings, brutal killings, and involving serial killers. They help make it easier for the police to find the right person by examining the crime scene. Being a criminal profiler is a tough job but with hard work and dedication it is a great careerRead MoreWhat is the importance of Criminal Profiling?1311 Words   |  4 Pagesï » ¿What is the importance of Criminal Profiling? By Tiffany Collier Criminal Profiling is a great way to try to understand the suspect as a person. It is necessary to learn who the individual is in order to track and locate them. The person’s information is vital to an investigation. Things such as habits, history of violence, family, education, schedules/routines, and personality traits just to name a few. This new development of investigating is helpful in obtaining fugitives quickerRead MoreCriminal Profiling And The Law Enforcement2100 Words   |  9 PagesCriminal profiling is the investigative profession that is used to help the law enforcement and the government agencies to pursue unknown perpetrators. It objectively seeks to identify the major personality and the behavioral characteristics of the serial offenders based on a thorough analysis of the crimes committed. It includes the combination of the analysis of the physical and the behavioral evidence. This study aims at analyzing criminal profiling on the basis of its basic elem ents and its useRead MoreCriminal Profiling Essay example1826 Words   |  8 Pagescharacteristics of individuals responsible for committing criminal acts has commonly been referred to as criminal profiling. (Turvey) Criminal profiling can also be referred to as, behavioral profiling because when a profiler creates a profile they refer to the behavior of the offender. The general term criminal profiling can also be referred to as crime scene profiling, criminal personality profiling, offender profiling, psychological profiling and criminal investigative analysis. All the terms listed above

Management Report Project on Work Performance Free Essays

Abstract The objective of this research is to find out if there is any correlation between work performance and job satisfaction through a sample study of sales personnel working in different banks. Additionally, this research sought to understand whether job satisfaction is linked to both work motivation and employee’s perceived style of leadership by Managers. With the help of surveys and interviews conducted with the participants, it was established that job satisfaction was positively related with work productivity. We will write a custom essay sample on Management Report Project on Work Performance or any similar topic only for you Order Now Similar essay: Argyles Communication Cycle Work motivation and employee’s perceived style of leadership were also established as positively related with employee job satisfaction. These findings suggest that to increase work productivity, managers may be required to elevate the level of job satisfaction in employees, which may be potentially accomplished via a participative approach to leadership and effective motivation of employees. However, as the study is correlational in nature, the limitations of the current research are indicated under Discussion. Literature Review Relationship between Job Satisfaction and Productivity The most-used research definition of job satisfaction is by Locke (1976), who defined it as â€Å"a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences†. There are other researchers and studies that support this notion of relationship between job satisfaction and productivity indicating that organizations increasing job satisfaction is not only to benefit its employee but also for the organization financial advantages. As cited by Edward E. Lawler, job satisfaction is related to productivity as this comes from a path goal theory of motivation that has been stated by Georgopoulos, Mahoney and Jones, Vroom, Lawler and Porter. According to them, people are motivated to do things which lead to rewards that they value. In this case, a path-goal theory would predict that high satisfaction will lead to low turnover and absenteeism because the satisfied individual is motivated to go to work where his needs are being satisfied. As quoted by Dailey and Kirk, 1992, job satisfaction and organisational commitment share an inverse relationship with absenteeism and turnover intention, factors that can sharply cut bottom line. Adverse consequences include lower productivity and morale, and higher cost of hiring, retention and training. Thus, the reverse holds true whereby lower frequencies of absenteeism and turnover could lead to potentially higher contribution to organisational economic productive gains. In a research done by National Research Institute for one of the largest Food Services providers in the United States, it was suspected that employee satisfaction was the cause for high employee absenteeism, ruling out other tangible factors. Findings showed that low job satisfaction was evident; the National Business Research Institute (NBRI) Root Cause Analysis indicated that a gap existed between employees and the organization’s short and long term goals, vision, and mission. Proposed recommendations from NBRI included several measures to relay management’s strategic plans to the lowest-ranked employee and ensuring each and every employee’s daily activities were aligned according to such plans. Thereafter, subsequent employee survey results showed significant increases on employee satisfaction, enhancing Total Company Employee Satisfaction dramatically. Employee Satisfaction Scores took a turn for the better, from a Weakness (below the 50th percentile of the NBRI Normative Database) to being Strength (above the 75th percentile of the NBRI Normative Database) in only six months. What’s more, employee absenteeism was reduced by more than 60%. With this correlation, Organ (1988) found that the job performance and job satisfaction relationship follows the social exchange theory in which employees’ performance constitute a giving back to the organization from which they get their satisfaction. Recognising the fact that low job satisfaction leads to low productivity, in turn aggravating organisational performance, it is imperative organizations assess the strength of the relationship between employee job satisfaction and productivity level because of underlying implications on redesigning certain aspects of work. A study was conducted by Shanu and Gole (2008) on the satisfaction level of 100 managers from 15 private manufacturing firms. A job satisfaction instrument assessing areas such as recognition, monetary remuneration, working conditions, nature of job, and future advancement was used. Then, these survey findings were compared with performance evaluations done by executives of assorted companies. In the wake of this, it was discovered that performance levels are consistent with high satisfaction scores. This is congruent with a review of 301 studies, revealing that job satisfaction bolsters up work performance, with a higher inclination towards professional jobs, compared to less complex jobs (see Saari Judge, 2004). While there are studies to show this correlation, the present study was concerned with whether job satisfaction is significantly associated with performance in the economic aspect. In a study conducted on 42 manufacturing companies, Patterson, Warr, and West (2004) found that- holding other factors like company size, previous productivity, and industrial sector constant- productivity (financial value of net sales per employee) is positively correlated to job satisfaction In another study, Herzberg et al. (1959) stated that (positive) satisfaction is due to good experiences, and that these are due to `motivators’ – achievement, recognition, the work itself, responsibility and advancement. Dissatisfaction is due to bad experiences caused by `hygiene’ factors – supervisors, fellow workers, company policy, working conditions, and personal life (Herzberg et al. , 1959). Therefore, it is unable to ascertain if job satisfaction is positively correlated with economic productivity or whether an inverse relationship exists. The present study seeks to reaffirm findings from the bulk of research in favour of the notion that satisfied employees are more labour productive. Relationship between Motivation and Job Satisfaction The level of performance of employees relies not only on their actual skills but also on the level of motivation each person exhibits (Burney et al. , 2007). A motivational framework, built on the premise of how employees should be managed, affects job satisfaction. Herzberg’s (1959) two-factor theory of motivation attributes ‘pay and benefits’ to one of the hygiene factors, in that the exclusion of this causes job dissatisfaction (Hugh Greenway Tim Runacre, 2008). As Argyle (1989) explains, positive job atisfaction is due to motivators such as achievement, recognition, the work itself, responsibility, and advancement, while dissatisfaction is due to bad experiences caused by hygiene factors such as salary, supervision, company policy, relations with fellow workers, and conditions of work. Lawler (1973) has a theory known as discrepancy theory which states that workers measure job satisfaction based on what they receive versus what they expect to receive, and a c omparison in which an actual outcome level is lower than an expected outcome level would lead to dissatisfaction (Castillo Cano, 2004). However, in another theory of motivation known as equity theory, it states that motivation is affected by workers’ perception of how fairly they are being treated, with employees evaluating their inputs/outcomes by comparing them with the inputs/outcomes of others (Castillo Cano, 2004; Luthans Doh, 2009). If the ratio of inputs to outcomes is similar to the inputs and outcomes of others, equity exists. Inequity exists when the ratio of inputs to outcomes is unequal to the inputs and outcomes of others (Castillo Cano, 2004; Luthans Doh, 2009). Job satisfaction is then associated with the perception of equity, while perceptions of inequity will result in dissatisfaction with this belief having a negative effect on job performance (Castillo Cano, 2004; Luthans Doh, 2009). The common factors shared by the different theories of motivation are the implication of a need for effective motivation in order to make employees satisfied with their jobs. Castillo and Cano (2004) examining in an earlier study on 148 faculty members reported that all of the job motivator factors identified by Herzberg (1959) were moderately or substantially related to overall job satisfaction. Such findings shed light on how organisations can enhance productivity by considering provision of motivators such as recognition or improving on such motivators so as to heighten job satisfaction. In order to attain optimal profits, it is necessary to ascertain the link between motivation and job satisfaction through extensive foraging for substantial evidence. Most importantly, the present study will illustrate that existence of motivators to propel employees to reach for organisational goals has a favourable impact on labour productivity via enhancement of job satisfaction. Leadership Style and Job Satisfaction In an organisation, the performance of staff is not only affected by motivation and job satisfaction but it is also affected by the leadership style adopted by the organisation. Leadership is defined as a process through which others are influenced to channel their efforts in the direction of attaining their goals (Luthans Doh, 2009). Organizational leadership sets the tone in the effectiveness of organizations, as well as plays a vital role in job satisfaction. Positive interactions among organisational leaders and members give rise to mutual respect, trust, and the ability to generate a sense of hope for the future- a much needed ingredient for job satisfaction to blossom from such relationships (Ackfeldt Coote, 2005; Farh, Podsakoff, Organ, 1990). Moreover, there is research that shows the existence of the relationship between leadership style and job satisfaction. The National Business Research Institute (2007), examining factors of job satisfaction, surveyed more than 15,000 employees, largely white collar, from all levels of participating organizations in the United States. Leadership is identified as the prominent factor contributing to job satisfaction, a phenomenon evident in organizations. There is a relationship between managers’ leadership styles and employees’ job satisfaction, illustrated in a sample of 814 employees of a national hospital. According to Rad and Yarmohammadian (2006), a strong correlation between leadership behaviours and job satisfaction prevails, citing that employee job satisfaction depends upon the style of leadership of managers. It was realised that a trend emerged from studying the sample group; a participative leadership style of managers dominates where this is a style of leadership in which subordinates are led through a reliance on task-oriented and people-oriented approaches. In Luthans and Doh (2009) findings, participative leaders adopt a non-authoritative tone, empowering employees, together with consulting with them, delegating responsibilities, and enabling mutual decision-making. As well, another study on the influence of leadership style on job satisfaction included 220 individuals coming from diverse industries like manufacturing, education, and overnment. Research findings showed a consistency with the earlier sample study, denoting that task and relational leadership style were positively associated with subordinate job satisfaction (Madlock, 2008). In all, it is essential to bear in mind that participative approach to leadership comprising task and relational behaviours may not be the best à ¢â‚¬Å"one style fits all† style of management due to the vast differences among organization’s cultures, leaving one to engage in other styles of leadership where appropriate. (Yarmohammadian, 2006). Among other things, participative leadership is more popular in technologically advanced nations and may increasingly abound as countries mature economically (Luthans Doh, 2009). Therefore, it is vital to further justify through the current study if job satisfaction increases via participative leadership style. If such a relationship is confirmed, it is assumed that job satisfaction shares a positive association with productivity; participative leadership by managers could potentially boost employee productivity. The Current Study The present study examined the relationship between job satisfaction and productivity where respondents are seventy-three employees working in 2 local and 2 foreign banks based in Singapore. The intent is to affirm if employees’ level of work motivation and managerial leadership style gives rise to varying levels of job satisfaction. The participants in the study were Relationship Managers recruited from the sales departments of the local banks, namely United Overseas Bank (UOB) and Post Office Savings Bank (POSB), as well as from the foreign banks Standard Chartered and Citibank N. A. The scope of work required by the employees across the different organizations was similar, with the Relationship Managers being responsible for revenue generation by selling financial products. These organizations were selected for the present study to ascertain whether job satisfaction relates to employee economic performance in terms of labour productivity. In the banking sales sector, where productivity is measured in terms of financial value of net sales per employee, this provides a pecific measure of the construct and permit correlational analysis with job satisfaction scores, precisely the reason for the choice of the banking sales sector being the main subject of this present research. Three instruments assessing work motivation, leadership style of managers, and job satisfaction were given to the participants. Participants could respond freely to the survey questions according to their own perceptions. Every participant’s labour productivity figures were provided by the respective managers of the four sales departments. Lastly, the Method furnished additional details regarding the assessment instruments. Hypotheses It was anticipated that labour productivity would be positively associated with job satisfaction. It was also predicted that both work motivation and employees’ perceived use by managers of participative leadership would be positively related to job satisfaction. Method Participants One Hundred working adults, out of which 50 were females and 50 were males, aged from 21 to 40 (M= 30. 9 years, SD= 5. 37) constitute the respondents for this study. These respondents, each having worked in these banks from 1 to 10 years (M= 5. 41, SD= 2. 58), were chosen from the sales acquisition departments within the main branches of 2 local banks and 2 foreign banks based in Singapore. Materials The tools required for the purposes of the present study come in three different assessments. Firstly, using The Leadership Style Questionnaire by Northouse (2001) measures task and relational leadership style to collate a general leadership profile representative of the participative approach to leadership. According to Anderson, Madlock Hoffman, 2006 (cited in Madlock 2008), this instrument has reported scale reliabilities ranging from 0. 92 to 0. 95, and comprises 20 items measuring task and relational leadership styles on a 5-point Likert scale (1= strongly disagree to 5= strongly agree). The second instrument, adapted from the Work Motivation Behavior Scale of the Akinboye’s 2001 Executive Behavior Battery, is a 15-item questionnaire incorporating a 4-point Likert scale (1= strongly agree to 4= strongly disagree). The third item measuring job satisfaction was rated by the 8-item Abridged Job in General scale (Russell, Spitzmtiller, Lin, Stanton, Smith Ironson 2004, cited in Madlock 2008) that was based on a 5-point Likert scale response (1= strongly disagree to 5= strongly agree). The Abridged Job in General scale was reportedly said to have a reliability of 0. 87 (Russell et al. 2004, cited in Madlock 2008). Attached in Appendix 1, 2, and 3 respectively is a copy of the Leadership Style Questionnaire, the Work Motivation Instrument, and the Abridged Job in General scale. Apart from these data obtained from the research instruments, branch department mangers provided the labour productivity of each employee based on the financial value of the nets sales revenue per month per employee for the past 12 months. Procedure A telephone discussion with each of the four banks’ main branch’s sales acquisition departments’ managers on the possibility of conducting a study investigating the links between leadership style, employee motivation, and job satisfaction which in turn predicts productivity was done. After consenting to the terms of the research, the researcher scheduled a half hour for the employees of each of the four banks at a time convenient to them. Meanwhile, delivery of the informed consent form and instructions for the three assessments, packed in an envelope, was arranged to each participant. All participants were given an explanation regarding the nature of the research, including clearing any doubts they might have, pertaining to the research. Sealed envelopes containing the questionnaires completed and handed by the participants to the respective manager would be collected from the latter in a week’s time. On the same day of collection, the month-end financial net sales figures of each employee for the duration of the past 12 months were obtained from the managers in order to compute monthly mean sales revenue figures as an index of labour productivity for each participant Results A computation of statistics for each assessment tool was done. The mean of job satisfaction was 23. 88 (N= 100, SD= 2. 46), the mean work motivation score was 38. 76 (N= 100, SD= 3. 94), while the mean score of employees’ perception of leadership style was 83. 98 (N= 100, SD= 6. 10). Monthly financial net sales figures for the past 12 months of each participant were to yield mean monthly sales revenue figures after which the mean of the averaged monthly sales revenue figures of all participants was found to be 14,265. 62 (N= 100, SD= 2,653. 47). Simple regression regressed productivity on job satisfaction. Results show that job satisfaction was positively associated with productivity, accounting for 20. 04% of the variance in productivity (R= 0. 66, p; . 001). Through multiple regression analysis, it was found that motivation and perceived leadership style affected the varying levels in job satisfaction scores. Work motivation and perceived leadership style were both positively correlated with job satisfaction, accounting for 19. 5% (R= 0. 66, p; . 001) and 16. 26% (R= 0. 24, p; . 001) of the variance in job satisfaction respectively. Discussion The present study, conducted on a pool of white collar professionals, looked into the relationship between labour productivity and job satisfaction, as well as examined whether job satisfaction was associated with work motivation and employees’ perceptions of managerial leadership style. Results tabulated from the survey which was measured utilizing self, peers or supervisor assessment indicate that job satisfaction was moderately correlated with labour productivity, a finding that lends support to the body of research suggesting that greater job satisfaction is indicative of higher work performance (Argyle, 1989; Saari Judge, 2004; Shahu Gole, 2008). However, even when the economic aspect of performance, or more specifically, of labour productivity was examined, average job satisfaction still indicates to be correlated significantly with performance, as consistent with Patterson M, 2004 study of 42 manufacturing companies indicating that company mean overall job satisfaction was significantly associated with and predictive of economic performance. However, even with the result that accounts for such relationship between work productivity and job satisfaction, it is difficult to infer that job satisfaction is the direct cause to that outcome. As it is widely known that correlation does not equate to causation, it cannot be concluded with certainty that satisfied employees evidence greater productivity as a consequence of their being satisfied with their jobs, as the reverse could be true that productivity actually accounts for job satisfaction or a third variable could influence the outcome of the relationship between both. As for the third variable there is some evidence to suggest that redesigning jobs to enhance job features such as task identity, task significance, skill variety, autonomy, and feedback may increase job satisfaction (Argyle, 1989), as it has been proposed that such features provide job satisfaction (Hackman Oldham, 1980, cited in Argyle, 1989). What can be extrapolated from the findings of the current study is that job satisfaction makes up a proportion of the variance in employee productivity. This implies that a focus on improving employees’ level of satisfaction with their jobs may elevate labour productivity figures. Motivation and Job Satisfaction The findings obtained from the present study suggest that work motivation is positively associated with job satisfaction. Most research has indicated moderate to substantial correlations between Herzberg’s (1959) job motivator factors and overall job satisfaction (Castillo Cano, 2004) which is no surprise that there is a positive correlation between both. If motivators such as recognition, achievement, nature of the work, advancement and responsibility determine job satisfaction as purported by Herzberg (1959), then motivating employees via a focus on improving such aspects of a job may serve to make individuals more satisfied with their jobs. Castillo and Cano (2004) found that amongst the job motivator factors that were associated with job satisfaction amongst college faculty members, recognition best explained the variance among faculty members’ overall level of job satisfaction. Interestingly, Herzberg’s (1959) assumption that hygiene factors relate to or determine dissatisfaction was supported, as it was found that the factor of working conditions was the least motivating aspect of faculty members’ jobs, implying that employees were least satisfied with the context in which their job was performed (Castillo Cano, 2004). Management may thus need to seek out creative methods to motivate workers by providing opportunities for advancement, achievement, and through the cultivation of a sense of responsibility and autonomy as individuals are motivated to excel because of intrinsic needs such as achievement, recognition, self-development, and meaning derived from performing work. More importantly, what Castillo and Cano’s (2004) findings suggest is that work should provide recognition through acts of notice or praise by colleagues, superiors, and management to increase job satisfaction. In the studies that have reported relationships between job satisfaction and work performance, it has been noted by Argyle (1989) that the correlations are greater for employees in supervisory or professional jobs. Also, job satisfaction predicts performance, with the relationship being even stronger for professional jobs could be due to the possibility that in such jobs, job performance is less contingent on external pressures such as task speed or wage incentives and more on motivation (Argyle, 1989). To the degree therefore that work performance or productivity depends upon employees’ level of job satisfaction, motivation at work holds an indispensable role particularly with respect to white-collar professional jobs in terms of its potential influence on job satisfaction. To conclude if motivation directly determines job performance are well beyond the scope of the current study. Further research is thus warranted in this area that will permit inferences about whether work motivation causes job satisfaction or work performance, or whether job satisfaction instead influences motivation. Leadership Style and Job Satisfaction In the present study, leadership style was indicated to be positively related to employee job satisfaction. This finding is of value because it supports the research findings that indicate that leadership behaviour of managers has an important influence on subordinate job satisfaction (Madlock, 2008). It appears from the current findings that as the perceived use by employees of a participative style of leadership in which task-centered and people-centered approaches are combined to lead subordinates, employees are more satisfied with their jobs. Such a finding is of direct relevance to organizations because the present research has also indicated a link between employee job satisfaction and work productivity in such a manner that increased levels of job satisfaction are associated with increased labour productivity. Thus, the extension of the current research by investigating the link between employees’ perceived leadership style of managers and job satisfaction provides organizations with a further area of focus to potentially maximize job satisfaction and thus to enhance performance of employees. Conclusion The organizational goal of helping employees find satisfaction in their work should be one of paramount importance, as it may be to the mutual benefit of the employer and employee. The present study suggests that employees tend to perform more productively when they are satisfied with their jobs. In order to capitalize on employee job satisfaction to potentially increase performance of employees, ways of maximizing job satisfaction may encompass managing workers by selecting a participative style of leadership, as well as by motivating employees by ensuring that relevant intrinsic needs such as recognition are fulfilled though appropriate restructuring of the job. Such endeavours may then be advantageous for organizations in terms of productivity gains in the likelihood that job satisfaction is improved upon. Appendix 1 LEADERSHIP STYLE AND WORKPLACE QUESTIONNAIRE Directions: Think about how often your immediate supervisor engages in the described behaviour. For each item, select the number that best represents the behaviour that your immediate supervisor is most likely to exhibit. 1 Strongly disagree2Disagree 3Neutral 4Agree 5Strongly agree My immediate supervisor†¦ 1. Tells group members what they are supposed to do. 1 2 3 4 5 2. Acts friendly with members of the group. 1 2 3 4 5 3. Sets standards of performance for group members. 1 2 3 4 5 4. Helps others feel comfortable in the group. 1 2 3 4 5 5. Makes suggestions on how to solve problems. 1 2 3 4 5 6. Responds favorably to suggestions made by others. 1 2 3 4 5 7. Makes his or her perspective clear to others. 1 2 3 4 5 8. Treats others fairly. 1 2 3 4 5 9. Develops a plan of action for the group. 1 2 3 4 5 10. Behaves in a predictable manner toward group members. 1 2 3 4 5 11. Defines role responsibilities for each group member. 1 2 3 4 5 12. Communicates actively with group members. 1 2 3 4 5 13. Clarifies his or her own role within the group. 1 2 3 4 5 14. Shows concern for the personal well-being of others. 1 2 3 4 5 15. Provides a plan for how the work is to be done. 1 2 3 4 5 16. Shows flexibility in making decisions. 1 2 3 4 5 17. Provides criteria for what is expected of the group. 1 2 3 4 5 18. Discloses thoughts and feelings to group members. 1 2 3 4 5 19. Encourages group members to do quality work. 1 2 3 4 5 20. Helps group members get along. 1 2 3 4 5 Appendix 2 HOW MOTIVATED ARE YOU IN DOING YOUR JOB The following questions ask you how motivated you are in completing your job. Please indicate your response based on the following scale. (1 Strongly Agree to 4 Strongly Disagree) 1. You always put in your best effort in the things you do. 1 2 3 4 2. You exceed what you are suppose to accomplished 1 2 3 4 3. Your environment affects your mood in performing your task 1 2 3 4 4. You have a group of helpful colleagues that make your work pleasant 1 2 3 4 5. Your pay is low so you perform at the minimum. 1 2 3 4 6. You work just to satisfy your basic needs 1 2 3 4 7. To have career advancement is important to you. 1 2 3 4 8. If you are lowly paid but given recognition for you work, you feel good. 1 2 3 4 9. You feel you are part of the organisation. 1 2 3 4 10. Do you feel enthusiastic about your current job. 1 2 3 4 11. Do you feel enthusiastic if you are given a new job scope 1 2 3 4 12. Are you looking forward to achieve the organisation goal. 1 2 3 4 13. You feel discourage when you are asked to perform a new task 1 2 3 4 14. You feel that you are important to the organisation 1 2 3 4 15. Overall, you feel the organisation plans for your future. 1 2 3 4 Appendix 3 HOW SATISFIED ARE YOU WITH YOUR JOB QUESTIONNAIRE The following questions ask you about how you feel about your job at work everyday and how satisfied are you. Please indicate your agreement or disagreement on the following statements by indicating your appropriate response based on the following scale. 1 Strongly disagree2Disagree 3Neutral 4Agree 5Strongly agree 1. At this very moment, I am very enthusiastic about my work. 1 2 3 4 5 2. Right now, I feel fairly satisfied with my present job. 1 2 3 4 5 3. At present, each moment at work seems like it will never end. 1 2 3 4 5 4. At this moment, I am finding enjoyment in my work. 1 2 3 4 5 5. Right now, I consider my job rather unpleasant. 1 2 3 4 5 6. My job gives me a sense of achievement. 1 2 3 4 5 7. The amount of support and guidance I receive from my supervisor. 1 2 3 4 5 8. The overall quality of the supervision I receive in my work. 1 2 3 4 5 References FACTORS EXPLAINING JOB SATISFACTION AMONG FACULTY Jaime X. Castillo, Extension Specialist New Mexico State University Jamie Cano, Associate Professor The Ohio State University Journal of Agricultural Education 1) Locke, E. A. (1976). The nature and causes of job atisfaction. In M. D. Dunnette (Ed. ), Handbook of industrial and organizational psychology (pp. 1304). Chicago: Rand McNally. 2) Organ, D. W. (1988). Organizational Citizenship Behavior – The Good Soldier Syndrome. (1st ed. ). Lexington, Massachusetts/Toronto: D. C. Heath and Company. 3) Herzberg, F. , Mausner, B. and Snyderman, B. B. (1959), The Motivation to Work. New York: Wiley. 4) Fred Luthans and Jonathan P. Doh, (2009), ‘International Management, Culture, Strategy, and Behavior 7th edition’, Mcgraw Hill, New York 5) http://www. nbrii. com/Employee_Surveys/Satisfaction. html 6) Dailey, R. C. and Kirk, D. J. (1992), â€Å"Distributive and procedural justice as antecedents of job satisfaction and intent to turnover†, Human Relations, Vol. 45, pp. 305-17. 7) West, M. and Patterson, M. (1998), â€Å"Profitable personnel†, People Management, Vol. 4, pp. 28-31. 8) Grant, L. (1998), â€Å"Happy workers, high returns†, Fortune, p. 81. 9) Hian Chye Koh, El’fred H Y Boo feb 2001. The link between organizational ethics and job satisfaction: A study of managers in Singapore, Vol. 29, Iss. 4; p. 309 10) Ackfeldt, A. , Coote, L. V. (2005). A study of organizational citizenship behaviors in a retail setting. Journal of Business Research, 58(2), 151-159 11) Farh, J. , Podsakoff, P. M. Organ, D. W. (1990). Accounting for organizational citizenship behavior: Leader fairness and task scope versus satisfaction. Journal of Management, 16(4), 705-721. http://proquest. umi. com. eproxy. ucd. ie/pqdweb? index=5did=1674096061SrchMode=1sid=3Fmt=6VInst=PRODVType=PQDRQT=309VName=PQDTS=1277568831clientId=13279 12) Ali Mohammad Mosadegh Rad, Mohammad Hossein Yarmohammadian, (2006) â€Å"A study of relationship between managers’ leadership style and employees’ job satisfaction†, Leadership in Health Services, Vol. 9 Iss: 2, pp. 11 – 28 13) Paul E Madlock. The Journal of Business Communication. Urbana: Jan 2008. Vol. 45, Iss. 1; p. 61 Fishing for the right people Hugh Greenway, Tim Runacre. Training Journal. Ely: Mar 2008. pg. 41, 4 pgs Burney, L. and S. K. Widener. 2007. Strategic performance measurement systems, job- relevant information, and managerial behavioral responses – Role stress and performance. Behavioral Research In Accounting (19): 43-69. Shadare Oluseyi . A, Hammed, T. Ayo 2009 â€Å"Influence of Work Motivation, How to cite Management Report Project on Work Performance, Essay examples

Exiles By Carolyn Kay Steedman Essay Example For Students

Exiles By Carolyn Kay Steedman Essay Exiles by Carolyn Kay SteedmanFirst impressions of Steedmans Exiles left me feeling as if the woman had a lot of sour grapes to deal with.The overall flavor of the piece leans toward the negative, the cynical and sometimes even the sarcastic.She seems particularly critical of her parents, who probably did their best with what they had, but nowhere do we see much in the way of compassionate empathy on her part.The title she chose for the piece, Exiles, emphasizes the alienation that she felt from her parents, as well as the social/economic alienation which she felt her parents had endured.If I had to place a particular definition on this interpretation, it would be that Steedman suffers from a lack of objectivity. One such example of this cynicism appears in the last paragraph of page 649, wherein Steedman goes out of her way to describe in detail how her mother lied to her about her past:As a teenage worker my mother had broken with a recently established tradition and on leaving school in 1927 didnt go into the sheds.She lied to me though when, at about the age of eight, I asked her what shed done, and she said shed worked in an office, done clerical work. Steedman then goes on to say how she had sought out and verified that this lie was true:. . .I talked to my grandmother and she, puzzled, told me that Edna had never worked in any office, had in fact been apprenticed to a dry-cleaning firm that did tailoring and mending. Steedman later on sought additional opportunities to reveal her mothers evasion of the truth.From the top of page 650:. . .Now I can feel the deliberate vagueness in her accounts of those years: When did you meet daddy?-Oh, at a dance, at home.There were no photographs.Who came to London first?I wish now that Id asked that question. And so Steedman goes on and on trying to reveal every possible negative thing she can dig up about her parents.She extends her father no more mercy either, as we see at the bottom of page 650:I remember incidents like these, I think, because I was about seven, the age at which children start to notice social detail and social distinction, but also more particularly because the long lesson in hatred for my father had begun. . . . And also at the top of page 651:But we were forced to choose, early on, which side we belonged to, and children have to come down on the side that brings the food home and gets it on the table.By 1955 I was beginning to hate him-because he was to blame, for the lack of money, for my mothers terrible dissatisfaction at the way things were working out. My reaction to all of this is What a complainer!Good grief, usually poverty and hard times draws people together and helps them appreciate the better things in life.This is particularly true with those who endured the depravations of WWII and the depression, such as her parents.But seeing how Steedman appears to have been one of the first baby-boomers on the scene in the late 40s, one can see how wealth and prosperity probably surrounded her in the community.Its amazing how greed sets in so quickly upon a people and develops within them a Gimmie! Gimmie! mentality that can never be satisfied. Perhaps Steedman is expressing the only form of revenge she can exact from her parents, now long since dead.By dragging their names through the mud it appears that she may be getting some form or sadistic pleasure and satisfaction.I am sure she would never admit to it that way, however.She probably feels she has written quite a scholarly piecegiving her parents a detached, objective observation. They may have even become another one of her case studies.But when all is said and done, and the diplomas have been tucked back in the drawer or hung back on the wall, were all just a bunch of selfish, self-seeking human beings who often give in to the base and deplorable. .u6a8bed60877272a2fe39b3a0c17d4fc2 , .u6a8bed60877272a2fe39b3a0c17d4fc2 .postImageUrl , .u6a8bed60877272a2fe39b3a0c17d4fc2 .centered-text-area { min-height: 80px; position: relative; } .u6a8bed60877272a2fe39b3a0c17d4fc2 , .u6a8bed60877272a2fe39b3a0c17d4fc2:hover , .u6a8bed60877272a2fe39b3a0c17d4fc2:visited , .u6a8bed60877272a2fe39b3a0c17d4fc2:active { border:0!important; } .u6a8bed60877272a2fe39b3a0c17d4fc2 .clearfix:after { content: ""; display: table; clear: both; } .u6a8bed60877272a2fe39b3a0c17d4fc2 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u6a8bed60877272a2fe39b3a0c17d4fc2:active , .u6a8bed60877272a2fe39b3a0c17d4fc2:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u6a8bed60877272a2fe39b3a0c17d4fc2 .centered-text-area { width: 100%; position: relative ; } .u6a8bed60877272a2fe39b3a0c17d4fc2 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u6a8bed60877272a2fe39b3a0c17d4fc2 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u6a8bed60877272a2fe39b3a0c17d4fc2 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u6a8bed60877272a2fe39b3a0c17d4fc2:hover .ctaButton { background-color: #34495E!important; } .u6a8bed60877272a2fe39b3a0c17d4fc2 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u6a8bed60877272a2fe39b3a0c17d4fc2 .u6a8bed60877272a2fe39b3a0c17d4fc2-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u6a8bed60877272a2fe39b3a0c17d4fc2:after { content: ""; display: block; clear: both; } READ: The Bank Of New York And Its History EssayThis piece was about name-calling.It was a carefully veiled attempt on the part of the writer to shield her malicious intentions toward her parents with cultural witticisms and academic prowess.I wasnt fooled.Anyone who cannot afford to grant their parents just a little bit of slack, or perhaps even a little bit of gentle humor for the tough times they went through really hasnt grown up yet.